...with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (M) 9...
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...with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned resources? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (M) 9...
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...Skills Assessment Paper and Matrix Marzieh Cassidy, Laura Gilge, Rhonda O’Brien and Carina Torres University of Phoenix GEN/480 Interdisciplinary Capstone June 7, 2012 Jason H. Rodarte Skills Assessment Paper and Matrix Table A skills assessment was performed on the newly formed consulting team. Team C members consist of Marzieh Cassidy, Rhonda O’Brien, Laura Gilge and Carina Torres. Team members worked together in indentifying their respective skills and developed a matrix table to understand the team strengths and weaknesses. To perform as a high performance team it was established strong core values will help guide attitudes and behaviors in improving the performance of team goals. In performing the skills assessment a diverse mix of skills were identified from creative thinking, communication and business management skills. The teams’ diversity of work experience provides individual perspective and knowledge in human resources management, accounting and information technology in non-profit, public and private industries. To perform harmoniously the group recognized the diversity of culture, ethnicity and social environment of this newly created high performance team. The skills assessment table categorized different skill sets in displaying a pictorial chart for ease of understanding. The team included a work, and volunteer experience summary to attach a relationship of how the skills were obtained. Team C has a variety of skills, education, and...
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...Prepare a Skills Matrix’ Introduction A Skills Matrix is one of the most simple, but highly effective, tools available to assess training needs. It is easily reviewed and updated, and presents the skills of team members in a single chart. This guide examines how a Skills Matrix will help you to: • Review the skills and competences required for roles within the team • Assess training needs • Identify gaps in skills within the team • Build commitment to the development of new skills. Definition A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and the skills gaps within a team. Key steps in preparing a Skills Matrix ��� ���� To get the most out of your Skills Matrix you will need to: ����� ���� 1.Identify the job roles in your team 2. Review and code standards of performance 3. Assess the requirement for on-the-job training. An example of a completed Skills Matrix is provided at the end of this guide, as well as a blank proforma. Look at the example, photocopy the proforma, and using your own team as a guide, follow these steps to prepare a Skills Matrix. (For more on Organisational Training Plans, see ‘How to Develop an Organisational Training Plan’). Learning Resources Instep (UK) Ltd. Willow Barn, Newcastle Road, Brereton, Sandbach, Cheshire CW11 1SB Tel: 01477 505811 Fax: 01477 505822 email: HowTo@instepUK.com www.instepUK.com ������ ��� 1. Identifying job roles List your team members in the...
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...Skills Assessment Paper and Matrix GEN/480 Skills Assessment Paper and Matrix This paper is an assessment of Team “D” and their skills and how they work together as a team to build a consultant firm. The paper will include a summary of skills the team possess and other skills that need to be acquired. The paper will also include how Team “D” plans to obtain these skills and list three types of possible consulting firms that will use the team members’ skills and why those skills are important and appropriate. Finally this paper will include a visual matrix of the team skills. Team “D” is building a consulting firm based on their skills and skills they are acquiring, as we move forward Team “D” will move ahead with their new consulting firm of JAM Associates. Skills are something that you are taught over time and help you build on certain tasks or help you perform those tasks. JAM Associates is a team of three woman that have a various amount of skills combined. Each team member has their own strengths through education and experience that correlate with one another. These skills include; different levels of management, multi-tasking, critical thinking, creative and technical writing, collaboration, problem solving, structured skills, effective communication, active listening, managing others, human resources, counseling, organizational skills and basic computer skills that involve Excel, Word, and Power Points. MATRIX OF SKILLS TO BE INPUTED HERE As we analyze our strengths...
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...Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Most companies are well suited to allow for successful completion of projects in conjunction with other on-going corporate activities. Answer: FALSE Diff: 1 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 3) Developing vision and mission statements is an important tactical step in project management. Answer: FALSE Diff: 2 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 4) One element of strategic management is cross-functional decision-making. Answer: FALSE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 5) Strategy, goals, and programs support the organizational mission. Answer: TRUE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 6) Stakeholder analysis looks at a project's customers and determines whether their needs are being met. Answer: FALSE Diff: 2 Section: 2.2 Stakeholder Management Skill: Definition AACSB Tag: Reflective 7) Suppliers and competitors are possible intervenor groups in a project. Answer: TRUE Diff: 1 Section: 2.2 Stakeholder Management Skill: Factual AACSB Tag: Reflective 8) An important step in stakeholder management is the assessment of your own capabilities. Answer: TRUE Diff: 1 Section: 2.2 Stakeholder Management Skill: Factual AACSB Tag: Reflective ...
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...Key Concepts of Organizational Design Rosalind Patterson MMPBL550 August 30, 2010 Professor Josey Crisostomo Key Concepts of Organizational Design Given the importance of organizational design, why is it so often the blame for inefficiency and ineffectiveness? The reason is because good organizational design helps communications, productivity, and innovation. Organizational design is the process of aligning an organization’s structure with its mission. This means looking at the relationship between tasks, workflow, responsibility and authority, and making sure all these support the objectives of the business (www.mindtools.com). In this paper we will explore the importance of organizational design choices, the advantages and disadvantages of various organizational structures, assess the relationship between strategy, structure, and process in organizations, and analyze the relationship between organizational design and decision-making processes. Importance of Organizational Design Choices Hiring talented people is not enough to ensure the success of an organization. The best and brightest employees will not be able to do their best work in a poorly designed workplace. Consequently, poor organizational design is one of the leading causes of low employee morale and productivity (www.leadership-and-motivation-training.com). Effective organizational design creates a culture of commitment. The employees fully understand their accountabilities...
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...Where modified by us, this has also been indicated.” COMMENTS BY LECTURER/ EXAMINER ....................................................................................................................................... ....................................................................................................................................... Contents EXECUTIVE SUMMARY 3 Case Study: Overview of Multi Projects Inc. 5 Organisation Structural Design 6 The Matrix Organisational Structure 6 Disadvantages of the matrix type organisation: 8 How is Multi Projects Inc effective in the management of its structure? 8 PROBLEMS IDENTIFIED 9 SUGGESTED SOLUTIONS 12 Recommendations 17 In conclusion 19 Bibliography 20 EXECUTIVE SUMMARY Just like the chain is strong as its weakest link, Matrix (cross functional) structure is the same. Multi project consulting firm deals with many projects at the same time for various clients and uses Matrix cross functional structure .The company is very successful with good reputation, about 30 percent of its business is from previous loyal and happy clients but now they are sitting with a problem/conflict which they just need to manage which is caused by the project manager name Jeff. Secondly conflict is caused by Jennifer who is the functional/programme manager meaning she is...
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...Matrix Organizations: Design for Collaboration and Agility Nick Horney, Ph.D. & Tom O’Shea, CMC, Principals, Agility Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex...
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...perform specialized tasks or activities in order to attain the goals of the organization. 6. Breadth, depth of knowledge and experience are advantages for projects sponsored by organizations with functional structures. 7. The Project Organizational structure supports clear authority and responsibility, improved communication and high levels of integration. 8. Disadvantages of the Project Organizational structure include project isolation, duplication of effort and projectitis. 9. Projectitis sometimes occurs when the project manager and project team develop a strong attachment to the project and to each other. 10. Unity of Command is violated when a project team member has only one direct superior. 11. The main feature of the Matrix Organizational structure is the ability to integrate areas and resources throughout an organization. 12. High potential for conflict and poor response time are disadvantages of the Matrix Organizational structure. 13. The informal organizational structure is a published structure that defines the official lines of authority, responsibilities and reporting relationships. 14. Stakeholders are individuals, groups, or even organizations that have a stake or claim in the project’s outcome. 15. Stakeholders have only a...
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...communities and customers; and to engage and take action with individuals, businesses, organisations and industry associations. This guide demonstrates how teamwork can be an important tool in achieving Constructing Excellence objectives. Drawing from the management literature on teamwork, together with original research, the guide examines various aspects of setting up and managing teams, with practical examples from the construction industry and a useful team self-assessment tool. Effective Teamwork was prepared for Constructing Excellence by Eclipse Research Consultants. For details of how to contact the authors see the inside back cover of this guide. Illustrations were by Gerry Armstrong (gerry.armstrong@virgin.net). For more information about Constructing Excellence, please see: www.constructingexcellence.org.uk Or call our helpdesk on 0845 605 5556. 2 Effective Teamwork Contents Introduction 4 What is teamwork? 5 Selecting team members 6 Leadership 7 Team meetings 8 Chairing team meetings 9 The effective teamwork matrix 10 Team identity 12 Shared vision 13 Communication 14 Collaboration and participation 15 Issue negotiation and resolution 16 Reflection and self-assessment 17 Further reading 18...
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...business system for organizing and managing product development, operations, suppliers, and customer relations. Problem Resolution Process (PRP) – a process with the intent of providing a mechanism for organising, maintaining, and tracking the resolution of problems that cannot be resolved at the “individual” level in an organisation is being considered as the sensitive project discussed in this report. It is supposed that the project manager inherited the existing PRP project approximately at 25% complete in terms of time. The high administrative overhead costs, conflict of authority, compromise to project quality and the fast rate of change on the PRP project’s external environment rendered the existing transactional structures (Matrix) inadequate. In order to address these issues, we proposed the Network organisation structure so that project players will...
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...communities and customers; and to engage and take action with individuals, businesses, organisations and industry associations. This guide demonstrates how teamwork can be an important tool in achieving Constructing Excellence objectives. Drawing from the management literature on teamwork, together with original research, the guide examines various aspects of setting up and managing teams, with practical examples from the construction industry and a useful team self-assessment tool. Effective Teamwork was prepared for Constructing Excellence by Eclipse Research Consultants. For details of how to contact the authors see the inside back cover of this guide. Illustrations were by Gerry Armstrong (gerry.armstrong@virgin.net). For more information about Constructing Excellence, please see: www.constructingexcellence.org.uk Or call our helpdesk on 0845 605 5556. 2 Effective Teamwork Contents Introduction 4 What is teamwork? 5 Selecting team members 6 Leadership 7 Team meetings 8 Chairing team meetings 9 The effective teamwork matrix 10 Team identity 12 Shared vision 13 Communication 14 Collaboration and participation 15 Issue negotiation and resolution 16 Reflection and self-assessment 17 Further reading 18...
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...improve patient care, increase productivity, and cutthroat advantages (Lombardi & Shermerhorn, 2007, p.53). Several organizations use traditional communication patterns such as divisional, functional, and matrix structures. However, some still use nontraditional patterns such as networking, teamwork, and “boundaryless” organizations (Lombardi & Shermerhorn, 2007, p.53). Countless of new managers must first follow traditional policies and routines already established by former managers or upper management before creating their own. The formal organizational structure is known as the official structure. This structure shows the way the organization is designed to function. There are organizational charts designed to help describe how an organization should work. In the chart it shows the division of work, which is the different positions or titles and what they are responsible for. The chart also shows supervisory positions or who reports to who, communication channels that describe formal communication channels, major subunits shows positions that report to one common manager, and levels of management that shows the different levels of management from top to bottom (Lombardi & Shermerhorn, 2007, p.54). The functional structures displays people with similar skills who perform similar...
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...are three primary project management organizational structures to choose from, which include: functional, matrix, and pure project. Every organizational structure has advantages as well as disadvantages, but choosing the correct structure can help implement a successful project. The Seitz Corporation has allocated funding for a structured project team to develop a plastics plant in Huntsville, Alabama. The board of directors has employed their ideal matrix style-organizational structure in order to create a distributing plant in a relatively short time frame. Although there could possibly be dilemmas and shortcomings of this type of leadership, the benefits could save the team and the project as it comes across risks and other events that could halt progress entirely. As it appears, the Board of Directors has chosen to run with a combination of functional and project style leadership. Taking the benefits of these two styles, they have developed a matrix style structure that envelopes the sole leadership of a project manager, and a multifaceted group of functional experts that are specialists in their related job tasks. There are some indications that the project team is not utilized anywhere else other than the project; in addition, most of the team members are likely to be continuous employees of the company and not contracted out for project purposes only. This matrix style organization combines the expertise of several key authorities in their respected professions, and the...
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